Why does construction matter? Why an industry specific approach to diversity could mean all the difference.

Ever since first starting on site I have been aware of the industry specific debate. The idea that unless we cater management tools, good practice and policy for industry it simply doesn’t work to its full potential; I must admit I am very much on the side of the industry specific and for some good reasons too.

Firstly history is always a good place to start, the most radical positive change I have encountered in industry is that of attitudes to health and safety which guided by the HSE was driven and influenced by industry and has been a massive success. Whilst we should not rest on our laurels (and it should be acknowledge that the stats are showing an increase in accidents on site) where we are now compared to my first day on site as a thirteen year old with a hard hat, a welding iron and no induction is a snap shot of how far we have come. Knowing that that site was the jubilee line extension and I was free to wander around as I pleased makes the distance travelled seem all that much further.

In contrast the Egan report which did not consult with industry but set out some clear goals for the sector to achieve has by Egans own admission been somewhat of a disappointment “we could have has a revolution, what we achieved was a bit of improvement. I give the industry 4 out of 10” Never waste a good crisis.

When it comes to equality I strongly believe we must not just be sector specific, in fact I feel that being that general will not work at all – here’s why.

Not only is the sector very large at 10% of GDP and covered by three sector skills councils its also very very complicated. For many reasons such as the majority of firms in industry being made up of less than 10 people, the stark differences in culture between the firms, changing procurement practice, trade/professional firm make up etc etc. In short to ask a brickwork SME to achieve diversity is a different ball game from asking a consultant or main contractor; let alone client or housing association.

By expecting all organisations in the sector let alone the UK wide industry to work to the same parameters would in my view either overstretch or under effect.

Secondly whilst there are firms that can afford to employ Equality and Diversity specialists the majority cant and to think about how that might work we only need to ask if you would ask an apprentice to carry out a major groundwork’s method statement. Whilst some will do a good job most won’t have the time knowledge or confidence and might come up with something that is potentially harmful. From quotas that result in people with roles but not responsibility leaving them frustrated and isolated, unrealistic targets passed down the supply chain to the evermore pressed sub contractor, to misunderstandings about life on site and presumptions around the affect it has on minority groups leading to well meaning but ultimately pointless short term initiatives.

Finally, (please note this is not the final point in this argument but I only have so much time to write blogs so the final one for today) as an industry we are amazing, we don’t tend to tell people that often enough but it is true. The danger is if we don’t attract good candidates through our doors and keep them there we will struggle to continue to achieve the things we do on a daily bases. This means we need to look a little further that traditional views of equality and diversity. To make a change happen we need to understand that in our industry 86% of managers consider themselves over stressed, we average 70 hours per week, work in the most dangerous conditions for a major industry, and buying work is common place leading to poor payment practices.

To make change to our diversity we need to make a change to these factors, we are currently failing to draw in key talent from our usual demographic unless we can present a solid case why the industry should appeal to the majority what chance do we have with the under-represented?

Alongside construction skills we have developed the Built Environment Accredited Framework for Fairness Inclusion and Respect. The framework has been designed considering all of the issues above and many more to work towards making a real positive change to the sector.

Please note that whilst I have held the above views for many years I have never seen it so well presented (if not equality specific) as in Stuart Greens Making sense of constructionimprovement so I would advise you to go take a look, and if you have an opposing view please do post it in the comment section, I warmly welcome a good debate.

What is the business case for diversity in the built environment?

There are a number of reasons why considering diversity is good for your business these include

• · To prevent legislative costs
• · To reap the benefits of employing a diverse team
• · To increase success on public sector tenders
• · To create a more supportive working environment

When considering the business case you really need to think about what area of the business you are focusing on and what the business case means to you for example do you value the bottom line, employee retention or productivity as a priority?

The research is stronger in some areas than others for example women on strategic boards is an area currently receiving a lot of attention due to the Davies report and the direction France, Spain and Norway have taken with regards to quotas. The wonderful catalyst has also been doing great work for 50 years this year looking at the benefits of gender equality.

Yet diversity isn’t all about gender, what about people from different ethnic and religious communities or those who for some other reason experience life in a different way to the majority? In construction there hasn’t been too much research looking at a tangible business argument though there is research from outside of the sector.

The current research suggests that there is an argument for diversity when it is well managed and understood. Unfortunately a badly thought through strategy can have a negative impact on your business which is why I would always advise clients to avoid undertaking a tick box approach – its likely to cost you more in the long run.

The idea behind the business model is that you should be attracting a diverse workforce not to predominantly “do the right thing” or “ensure fairness for all” but in fact to strengthen your productivity and bottom line. Here are some examples of how diversity can be a positive to your organisation.

Become an employer of choice.

For minorities in construction, the support they will receive from their employer is an important factor in choosing who they will work for. It therefore stands to reason that if you can promote high retention rates and support services, you will find more interest from not only minorities but the top end of the workforce in general. A series of surveys by Target Jobs in 2008 into construction found work life balance and development opportunities to be the most important factors in deciding upon an employer.

Improve business performance

Here it’s important to note that the research suggests that a well managed group of diverse employees will improve your productivity and profit in a number of ways which include mirroring your client base, having a wider pool of experience and creativity and being able to tap into more networks. But if the group is not well managed, the same cannot be said.

Change appears to happen at strategic level when there are more than three women on a board; in fact a US study of fortune 500 companies found that those with 3+ women on the board all reported significantly stronger than average profits.

At tactical level research has found that diverse groups outperform more capably homogenous groups, which backs up the theory that different experiences provide us with different viewpoints and solutions.

Retain knowledge and experience

Research into diversity in construction suggests that more could have been done to stop the majority of women leaving the construction industry. What’s more compelling is the amount of money that could have been saved if we had. A 2009 government report “Engaging for success: enhancing performance through employee engagement.” put the cost of replacing an employee roughly equivalent to their salary, once training, corporate knowledge and intellectual capita are considered. The same report found that committed employees are 87% less likely to leave their organisations than those less engaged, they also perform 20% better. Instead of thinking can we afford to support our staff? Isn’t it time we started to question if we can afford not to?

Skills Shortage

The latest skills survey from the CIOB finds 72% of respondents felt there was still a skills shortage. Without recruiting from the entire selection pool we are not only failing to meet demand for numbers but also failing to find the best candidates for the roles available. Increasingly a number of smaller studies have found that young men are also avoiding construction due to its macho image and male dominance. In short, to ensure that we encourage the best recruits, we need to offer the most appealing, diverse and professional environment.

Meet procurement standards and stakeholder requirements

Public authorities need to meet the equality duties of The Equality Act 2010 and more importantly, so do their subcontractors. With 60% of current work coming from this sector that’s big news for contractors. By being able to align your organisation to the needs of your client you are putting yourself in a solid position to win more work.

With a large percentage of women and minorities now making procurement decisions for public sector work they want to see themselves represented in your workforce, so if all you have to offer is middle aged white men, it might not be enough.

How do I find out which companies have good maternity packages and after care?

"I am currently working at a Construction Consultancy firm based in England. I find I am doing a lot of traveling and my company only offers the minimum statutory maternity pay.

In the next few years I don't plan to have a child at all, but in the event that I do, do you know how I would go about finding out which firms are flexible working friendly and/or offer better maternity leave benefits? This is obviously a question I do not want to ask during interview with other companies (if this ever comes about) so I really wanted your advice if possible."

Asks a reader from the UK

This is an area that the industry is still finding its step in. We recently wrote an article for construction manager highlighting some of the issues.

In the case of being proactive in this area when looking for a job I would offer the following advice.

1. Look at the Building guide to good employers

This shows the % of women in non support roles within each organisation. Whilst this does not tell you everything it gives you an indication of the fact that if a high number of women are working there it could employ more friendly working practices.

2. Look at the boards and senior managers - whilst not always a good indication the main reasons a company has flexible working is if it is important to board member and senior staff. So if they are reflected you are in with a better chance.

3. Network as much as possible and ask people what their working conditions are like when you do. Good employer guides can be manipulated but if you build up trust people are more likely to be honest - just don't make it the first thing you ask them!

4. Do your research company website often hold a lot of this information.

We are working very hard to change practice across industry, and whilst we have made some massive strategic strides lately I don't expect to see massive change for around 3/5 years. In the next 3 years though we are looking to develop a benchmarking platform for diversity in the built environment to provide a way for individuals to understand what a company really has to offer.

Employer Question; We recently had an employee who has come out of the closet.....

We recently had an employee who has come out of the closet. Should HR take a role to make this person feel welcome? I have heard a lot about equal rights issues and do not want to create any problems that do not exist?

Avoiding the issue can sometimes create a bigger problem. The best thing to do would be to engage with the individual and find out their needs and views. As a valued member of staff you wouldn’t want to lose them for the sake of a conversation. If you find it a difficult subject to broach or are wary of legal issues here is a wide range of support and advice available to help you understand your responsibilities as an employer. Stonewall the Lesbian, Gay and bisexual rights organisation has a wealth of in-depth resources for you to look over.

Try to remember that your sexual orientation has a much bigger affect on your life than what happens in the bed room. People who are fearful of a negative response to their choice of partner will usually feel the need to create a double life to avoid talking about the places they visit, their partners, people they socialise with and those they respect. This can be draining and stressful meaning that individuals can’t put as much focus into their work as they would like.

Also be realistic about the fact that some people are still not open to a gay or lesbian life style and there may well be circumstances that need to be dealt with sensitively. Put some guidelines in place so that everyone knows what to do if a situation occurs.

We look forward to reading your comments and questions below or via email.

New Year New Intentions

My New Year resolution is to keep the blog up to date on a monthly bases, which is the easy part. The difficult bit is deciding what to write about; Equality, inclusion, fairness and respect is a massive area in the construction industry alone so finding something to focus on often leads me to procrastination. I have therefore decided that since the blog is for you, you can do the thinking.

I shall answer questions put by yourselves either through comments below (preferable), email, website or things that people ask us when we are out and about. 

To keep it simple here are some rules, so we all know where we stand

Rules

• ·         We will answer as many questions as possible – but we do not guarantee we will answer your question.
• ·         There is no such thing as a stupid question
• ·         You don’t have to be PC perfect, just try not to be offensive
• ·         Credit us if you use our responses or resources – if you don’t we will name and shame you.
• ·         Too embarrassed to ask in public? Its ok email me Chrissi@constructingequality.co.uk and let me know, I’ll post the response but not your details.

Right I hope that’s clear, I look forward to your questions and will put a link in the newsletter each month to let you know the new blog is up.

How people in construction see each other

How people in construction see one another.

Inspired by @matushiq’s “how people in science see each other” we have come up with “how people in construction see each other” for the following reasons

• ·         We thought it would be funny
• ·         We thought it would help people understand the complex nature of the industry
• ·         We don’t have children – which means we have more free time at the weekend than most

Please feel free to share, leave comments and suggest improvements.

Construction Knowledge Circles For Women – What they are and why you should attend.

For the past four years we have been running management and leadership courses for women in construction and whilst our blog on why women need separate management and leadership training can tell you why the training is important this blog aims to look at why you should consider not only attending Construction Knowledge Circles but paying for them yourselves.

Whilst I have adored delivering training for women around management and leadership in construction the day long, employer led  nature of these workshops caused me concern for a number of reasons.

1.       The majority of the courses I ran for women around management and leadership were funded, this meant that only certain women could attend and once they had used their funding allocation they were no longer viable to attend further courses. Whilst something is  better than nothing and many women did benefit , we also felt that this excluded groups of  women and let down others who needed more support.

2.       The training usually depended upon how enlightened the employer was. It was usual to encounter individual women asking me to deliver this training in their organisations only to be told by the HR department that it was not relevant to their staff. This lead to some women feeling the right support was not being provided and their voices were not being heard. It’s important to say that some HR departments were the opposite encouraging women who were at first apprehensive about attending*

3.       The funding was dependent upon what the provider wanted and not always what the individual needed, there’s a lot of presumed barriers in the industry which sometimes lead to a lot of women feeling patronised and misunderstood – further isolating them from the support that should be helping them excel.

4.       When the funding stops –it all stops. I have seen many wonderful organisations set up to support women fold due to lack of funding. This not only leaves a hole where advice once was but can leave people feeling let down and unimportant.

5.       Most funding stipulates training must take place in the day – yet as women in construction we know how difficult it can be to get away from work especially if the training is seen as a fluffy women only event.

These reasons plus the many many emails and messages we have received over the years asking for more advice, support and guidance to achieving great careers in construction inspired us to set up Construction Knowledge Circles. Whilst we know that £20 can be a lot have a look at our reasons for charging you and not seeking funding.

1.       By paying as an individual it ensures no one else can pull the funding – as long as enough women are interested we can continue to provide the workshops.

2.       Because we are not at the mercy of a funding provider we can deliver the training you need. Whilst it’s not possible to please everybody all of the time we endeavour to consult and work with members to achieve what is best for them.

3.       By paying for the CPD this means we can ensure each workshop is of high quality and designed for your needs, we want to give you what you need, not what we can get on the cheap.

4.       Having worked in the sector for over ten years and spent a further four researching the management and leadership barriers that women face we really understand what might be holding you back and what you need to do to move forward.  We will not patronise you or demand you do everything we tell you, we will simply tell you what we know and help you make choices that suit you – we are well aware that every individual and workplace is different.

5.       With your buy in we can run courses regularly so you know when they are and can plan your lives around them.

6.       Last but not least. We think it’s important we are paid for our time and would be a little insulted if you didn’t think so too!

If your interested in finding out more please get in touch or go straight to our website and book yourself on to the next course!

Happy Building

Chrissi x

NB For those men who wish to attend, let me know I’m looking into the idea of holding mixed workshops alongside female only ones if the need is there.

*A strange occurrence, the apprehensive women usually left the best feedback after the sessions.